Frequently Asked Questions
Everything you need to know about working with Aimone Advisory.
Who is Aimone Advisory for?
Growth-stage and enterprise technology companies — Series B and beyond SaaS and larger tech organizations — where a CFO, VP of Engineering, or COO needs senior operating help with cloud cost and FinOps, AI operations, or revenue operations, without a full-time executive hire.
What does a typical engagement look like?
It starts with a free 30-minute discovery call — no pitch, no commitment. You bring the challenge, Thomas asks the right questions. If it makes sense to work together, the engagement is scoped to your specific situation: a defined deliverable, a clear timeline, and direct access to Thomas throughout. No junior teams, no hand-offs.
How much does it cost?
Engagements begin with a fixed-scope Cloud Cost & FinOps Diagnostic, then move to project work or a monthly retainer for ongoing fractional advisory. Every engagement is scoped and priced in advance against the outcome — no hourly billing surprises. Exact figures are shared on the intro call once scope is clear.
Do you work with startups and growth-stage companies?
Yes — growth-stage technology companies are a core audience. Whether you're a Series B–D SaaS company reining in cloud spend, a team operationalizing AI, or a company that needs senior operating leadership without a full-time executive hire, that's exactly what Aimone Advisory is built for.
Do you work remotely?
Yes. All sessions are available remotely for clients anywhere.
How do I get started?
Book a free 30-minute call. No prep required — just show up with your challenge.
A fixed-scope, two-to-three-week engagement. I review your cloud billing, tagging, and top spend drivers, quantify where money is leaking as estimated ranges, and hand back a FinOps operating plan your team can run — not a slide deck.
Most teams get a prioritized list of quick wins within the diagnostic itself. Structural savings — commitments, architecture, and ownership changes — follow the operating plan. Savings are always quantified as ranges, never a guaranteed percentage.
Both — that's the point. FinOps only works when engineering and finance share ownership of the number. I build the reporting and cadence that make that real.
A fractional FinOps and operations retainer runs on a six-month minimum, billed monthly. You get ongoing senior operating leadership across FinOps, AI operations, and revenue operations — priority access and regular working sessions.
Yes. Every engagement is covered by confidentiality, and your cloud-billing and operations data is handled securely.
Yes — it's the same root cause. No owners, no cadence, no prioritization, everyone busy and nothing closing. Cost is just the most measurable symptom. The Diagnostic finds where the operating system is missing; the 90-day plan installs owners, reporting, and a decision cadence. If spend is fine but execution is chaos, say so on the call and I'll scope to that instead.
That's the normal state right now. The gap isn't ideas — it's that nobody has mapped which workloads are worth doing, what inference actually costs per call, and what “done” looks like. I sort candidates by value and feasibility, put real cost numbers against them, kill the ones that don't earn their keep, and give the survivors owners and a metering plan so they don't quietly become a permanent line item.
Most orgs end up with automation everywhere and owned by no one — scripts, Zaps, and jobs nobody can explain or safely change. Automating a broken process just makes it fail faster. I map what exists, retire what's fragile or redundant, and rebuild the work worth automating as governed, maintainable pipelines with clear ownership.
I design, direct, and prove out the fix — architecture, data models, cost governance, and the pipelines that carry them — and I've built these systems myself at global scale. What I'm not is added engineering headcount. Your team or contractors do the bulk of the building; I make sure the right things get built in the right order.
Access to billing and architecture, a few hours of engineering time, and leadership aligned that this matters. Engagements stall when the plan is sound but access or executive buy-in never materializes — I'd rather flag that on the first call than three weeks in.
Ask what they'll change architecturally, not just what they'll report. Ask who owns each number when they leave. Ask whether savings survive past two quarters and what makes them stick. Ask what happens if the finding is that your spend is already reasonable — a good advisor will tell you that and stop, rather than manufacture a project.